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accountability. often, the question eye to continued failure in this regard. focuses on the behavior of a specific we believe that accountability is family member who is employed by always influenced by borh indiviiual {i the business, but sometimes there is a and organizational aspects. Companies ,oi" feeling that accountability is lacking create a culrure of uccountabilitv uv .F; company-wide. Either way, the solu- insisting that all employees are crystal tion almost al,ways requires both orga- clear regarding their ioU ."rponriUili_ must be realistic and achievable, and nizational and individual adjustmenrs. ties and goalJ, and that they under_ inJiuiOuufs musr be held responsible

The solution starts with clarifying stand what is required to achieve their f", .".ii"g their goals. This does not what is meant by "accountability." goals (e.g., hitting a sales target, time_ ,1npiy tlr"t individuals willbe fired fbr Accountability is present when indi- ly reporting, lowering ovirhead). _i;1"g goals, but thar performance viduals are diligent and serious about Clarity is enJured throug-h job descrip_ ""p".iirion, are taken seriously and fulfilling their commitmenrs, and tions, an organizatiorial chart with faiiure

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when a system is thorough and unwa- clear.lines of responsibility and iV-^ff".i compensation, promotional vering in requiring its members to authority, and an annual performance o'pponunlri"r, and even employment. meet their commitments. Accounta- review process.

A big mistake that many family bility is absent when individuals are Beybnd clarity, goals and roles Ouri""rr?, make is to focus exclusive_ Visit wnnw.fascoamerica.com/scrail/cut or phone flXF239-T00t (8665) for more information. rmw.lascoamerica.com lntroducing ly on individuals as the problenr. rather than seeing lack of accountability as a symptom o1'a weak management system. For example, let's consider the situation in which Ken-a son of the founder-appears adrift in his role as sales manerger. He fbcuses on sales and customer relations. He sees (perhaps correctly) that he can consistently achieve his sales goals by doing the work himself, and he doesn't want to be distracted by unending corporate meetings. After all, this approach has made him the top sales rep fbr many years in a row.

However. Ken's brother-the chief financial officer-and his c.e.o. father are increasingly frustrated by Ken's failure to perform the full scope of his responsibilities. They sec his lack of attention to his sales team and staff meetings as a lack of accountability within the full scope of his responsibilities. Behind closed doors, they often lament Ken's stubbornness. When other errrployees come tcl Ken's father or brother to complain about his behavior, they are fbrced to agree that Ken just isn't showing the commitment they'd like to see.

We would argue that the Problem in this case is more about management systems and organizational accountability thun individual inlrrrnsigence. For Ken to be truly accountable, he must first understand what he is being asked to do. Clearly, Ken's view of his role is diffbrent fiom his brother's or father's view. This conflict will not be resolved until each of them agrees on Ken's specific roles, as well as the goals within those roles. The roles and goals should then be documented in Ken's job description and used to evaluate his performance.

But how do we establish Ken's roles and responsibilities'l This will be difTicult to do unless all three individuals share a common understanding of the strategies being pursued by the e()mpany. Arc lhey tr)ing to ()wn one particulilr niche? Are they trying to wean off a major customer and diversify their customer base? Are they trying to position the business for expansion by strengthening the sales force? Unless all three of them have agreed on the strategies of the firm. clarilying expectations for Ken will be difficult.

How do we determine the oPtimal strategy to pursue? Management will only be able to commit to strategies after ownership has clearly articulated its vision and objectives for the business. Do the owners want fast growth?

Slow growth and debt reduction'l Diversifi-cation through acquisition'?

The strategies that management pursue should be driven by ownership's hopes and expectations for thc business. In Ken's case. this would drive the roles he should be undertaking as sales manager. as well as his goals and, ultimately, his day-to-day behavior.

It's easy to blamc individuals for lacking accountability and commitment to their jobs. A closer cxanrination, however, often shows that management systems are not optimized.

Accountability is not merely getting ernployees to do what You want them to do. It is a process of aligning each cmpioyee's daily behavior with the asreed-uDon direction of the firm.

- Christopher Etkri<h ttnd Atttt' Schunton are principals o.f the Familv Btr.siness Consulting Gnntp, Mariettu, Ga.: (800) 551-063-1 Thet can bc rea<'hed ctt e t k r i c h C4t c.fant i I y b u s i n c s s .c o m ttntl s t htrmu n @ eJh n t i I1' b u s n e s s .c r t m.

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Old World Crafumanship In Today's Designs

Tnr-Dry Timbers

Geo. M. Huff Lumber Company has teamed up with Forest Grove Lumber to become the exclusive Southern California stocking distributor of Tru-Dry Timbers.

All FGL Tru-Dry timbers are dried in "Heat'Wave USA'S RFV" kilns, which use clean, renewable energy and have zero emissions.

Tru-Dry timbers are dried completely and evenly throughout so you won't experience the sticky problems often encountered with beams that are not dried to the core.

Combine our selection of Douglas fir timbers along with our skilled milling staff and you've got one ofthe best resources in Southern California.

Nevada's Best Packing lt In

Best Lumber & Building Center, Mesquite, Nv., began a liquidation sale April 8 and will close by the end of this month-after just three years of operation.

"There's just not enough business in this area," said general manager Tom Hayes. "There's been a dramatic reduction in new construction."

Ironically, the store is closing after one of its best months. "Our business this month (March) was better than any time in the last year," said Hayes. "There are new houses starting in the area."

However, the upturn was too little and too late to save the store. Unless a buyer can be found, the business will vacate its leased building.

"It hurts," said Hayes. "A lot of good people will lose their jobs."

California's Pacifica Gloses

Pacifica Lumber, Pacifica, Ca., closed April 30, after 58 years of business.

"The national construction index posting a 30+ unemployment rate, new construction starts at an all time low, our bank pulling our line of credit in October, the competition of the big box stores, and our local economy-all this has left us no choice," said Tim Perry, who had co-owned the store with Mike Goodnol since

2001.

"I grew up in this town and have been at Pacific Lumber forever," said Goodnol. "Closing the doors here is just hard."

Utah Dealer Clearing Out

Best Lumber & Building Center, St. George, Ut., has been holding a total liquidation sale since mid-April. Final closure is scheduled for the end of May.

"It has been a long hard battle that we have been fighting, and we have fought it along with everyone else," said general manager Tom Hayes. "The company is up for sale, and there are a couple of people who are interested in purchasing it, but we have not gotten any firm offers."

Ace Hardware Unveils Campaign for Hispanics

Ace Hardware Corp. has rolled out its first national advertising campaign directed to Hispanics. The three 30-second ads are airing on two Spanish-language radio stations and seven Spanish-language TV stations.

"We've seen strong results at retailby reaching out to the Hispanic market and understand the importance of communicating directly to these customers," says John Surane, Ace's v.p.- consumer marketing, merchandising and paint. "We identified a unique Hispanic insight that separates [us] from the 'big boxes."'

Hispanics in the U.S. now number close to 50 million, with buying power of nearly $1 trillion. According to the company, a trial ad campaign in late 2008 created a 1Vo yeu-to-year jump at Ace stores in Denver, Co.. with more than I5Vo Latino shoppers and outperformed non-Hispanic stores nationwide. Ace conducted a second trial the following spring and summer in Denver, Sacramento, Ca., and Chicago,Il.

"The ferreteria (hardware store) is part of the local community, where you're always helped and can get in and out quickly," said Jos6 Gonz6lez, a partner in the agency that created all three campaigns. "These spots convey the message that Ace is the place where Latinos can have that same customer experience in the U.S."

By Dave Kahle